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Session 309, Feb 15, 2019
Dr. Peter Rasmussen, Medical Director of Digital Health, The Cleveland Clinic
Paddy Padmanabhan, CEO, Damo Consulting Inc.
Digitally Transforming Patient and
Caregiver Experiences
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Conflict of Interest
Peter Rasmussen, M.D
Medical Advisory Board Teladoc
Paddy Padmanabhan
Has no real or apparent conflicts of interest to report.
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Agenda
• Healthcare digital transformation in context
• Cleveland Clinic’s Digital Health program overview
• Developing a framework and a roadmap for enterprise digital
transformation at the Cleveland Clinic
• Technology choices and partner selection
• Enablers and dependencies for implementing a digital roadmap
• Challenges and recommendations
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Learning objectives
• Describe the key elements of an enterprise digital
transformation strategy
• Illustrate success in digital transformation with the Distance
Health program (Cleveland Clinic’s Digital Health Program)
• Discuss the key learnings from the ongoing digital
transformation at the Cleveland Clinic
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Why must healthcare transform?
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Audience poll
What does “digital” mean to you ?
Reimagining patient and caregiver experiences
Technology-led innovation
Automation
AI & analytics
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Healthcare executives see digital
transformation as reimagining patient and
caregiver experiences.
46%
25%
17%
4%
8%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Reimagining patient and
caregiver experiences
Analytics and artificial
intelligence
Automation Telehealth/telemedicine Other
* Damo Consulting survey on Healthcare IT demand 2019
46%
25%
17%
4%
8%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Reimagining patient and
caregiver experiences
Analytics and artificial
intelligence
Automation Telehealth/telemedicine Other
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Digitally transforming experiences at the
Cleveland Clinic
Patients
Activate & Empower
Caregivers
Enable & Engage
Community
Partner & Enrich
Organization
Optimize Value
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Distance Health program overview
• First scheduled virtual visit September 2014
• Endocrine, Neuro, Ortho, Urological (Post-op Follow-up)
• On Demand Urgent care launched June 2015
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Virtual visits by timeline & depts
• Virtual visits rose from 0 to 4000 visits monthly (2014 - 2017)
• Increased clinician utilization as well as reduced costs of care
• Significant growth forecast through 2023 in line with strategy
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Improved patient experience
Wait time DurationIf you had not used
Express Care Online,
where would you
have gone for care?
• Majority of virtual visits had wait time of 5 mins or less
• Majority of virtual visits lasted 10 mins or less
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Improved patient experience (contd.)
• Convenience was cited as the most important factor by most
patients
• Patients got more time, and more quality time, with the clinician
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Digital strategy framework
Engage
Patients
Enable
Caregivers
Optimize
Value Chain
Transform
Services and
Products
Portals,
Mobile apps,
Customer
Relationship
Management
Remote
Monitoring,
Distance
Health
Financial
processes,
Self-service
HR
Automation,
Hospital @
Home
Clinical Operational
quality, innovation cost, efficiencies
Analytics/Cloud/Security
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Digital roadmap development approach
Research
The current state of
digitalization in
healthcare
Leverage
Experience of peer
group health systems
Engage
Think-tanks, best
practices, and
benchmarks
Collaborate
With partners for
tools and platforms
Survey
Internal stakeholders
for current initiatives
and new digital ideas
Ideate
On internal tools,
plans, and
experiences
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Prioritization matrix: stakeholders, use
cases, categories
HIGH
IMPACT
HIGH EFFORT
MODERATE EFFORT
MODERATE IMPACT
*indicative list
Patient | Caregiver | Organization | Community
Near-term Wins*
Appointment Scheduler
Collaborative Virtual Workspace
Contract Management
Multi-party video visits
Eligibility and Cost Estimation
Secure messaging
Way-finding
Game-changers*
Customer Relationship Management
AI/automation
Hospital room of the future
Hospital@home
Unified portal experience
Distance Health
Add-ons*
Health guidance apps and tools
E-ICU
E-consults
Virtual health education
Rev cycle automation
Contract management
Incubate*
Electronic lab notebook
Central tissue biobank
Voice-enabled digital assistants
Automated clinical trial enrollment
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Evaluation framework for partner selection*
• Adapted from the Big Unlock by Paddy
Padmanabhan
The custodians
We have the data
and the workflow
The enablers
We built it, you can
rent it
The arbitrageurs
We can do it for you
(and for less)
The innovators
We have a whole
new way of doing it
Healthcare
Enterprise
s
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Digital partnership – RFP Process
• Issued RFP to select existing partners at the Cleveland Clinic
• Loosely structured, agile approach to assessing partner capabilities
• Included a silicon valley startup with a promising technology platform
The goal : evaluate potential partnerships for “ready-to-deploy”
solutions that mapped to identified use cases
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Enterprise goals for digital 2019-23
• 50% OP visits virtual
• 25% IP days at home
Technology strategy
• Start with Epic functionalities
• Evaluate platforms as strategic enablers e.g. analytics, CRM
• Tap into innovation ecosystem for “last-mile” experiences
Digital strategy – way forward
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Audience Poll
What is the biggest challenge in executing a digital roadmap?
• Budget and costs
• Technology maturity
• Patient readiness
• Caregiver readiness
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Digital Key Enablers
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Digital
transformation
Change Management
Integration
Infrastructure & Cloud
Internet of Things
Big data and analytics
Agile
ERP
Epic
Mobility
Governance
Cyber security
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Challenges & barriers
• Lack of scale due to initiatives operating at departmental level
• Digital health platforms from big tech firms not fully developed
• Lack of mature “last-mile” digital health solutions, despite the rapid
growth of startups
• Trade-offs between existing EHR functionality and emerging digital
health platforms
• Interoperability between digital platforms and EHR systems
• Internal maturity with cloud adoption and cloud-based solutions
• Technical debt consuming resources and budgets
• Lack of reimbursement models to justify digital health ROI
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Learnings & recommendations
• Digital transformation is a CEO-level priority; ensure your CEO is
fully on board
• Digital is not an “IT” initiative; ensure cross-functional involvement
• Prioritize digital initiatives and implement in a phased manner to
minimize execution risks and costs
• There is no single “digital” platform that will meet all needs;
prepare for a “best of breed” approach.
• Invest in governance, change management, and integration for a
successful digital transformation
• Digital is new to everyone: be prepared to take technology and
financial risks
